te runanganui o ngati porou...puketapu-watson, dr julia carr. mana whakahaere organisational...

RIPOATA A TAU 2017

Te Runanganui o Ngati Porou

Nga Rarangi KoreroContents

1Nga Kaitiaki o Te Runanganui o Ngati Porou TeRunanganuioNgatiPorou ElectedRepresentatives

3Mana Whakahaere OrganisationalStructure

5Te Kaupapa Rautaki StrategicPlan

7Te Whakatoputanga o Nga Piuta GroupFinancialPerformanceataGlance

9Nga Korero a te Tiamana Chairman’sReport

13 Te Ripoata a te Kaihautu ChiefExecutive’sReport

15 Whanau Oranga

17 Toitu Ngati Porou

19 Ngati Porou Hauora

21 Ngati Porou Holding Company

27 Ngati Porou Seafoods Group

29 Pakihiroa Farms

31 Te Ngako o Nga Korero mo Nga Piuta Financialhighlightsandcommentary

41 TRONPnui staff

Cover:KoMauimeTeHikuoteIka.Thispage:TeWahaoRuaumoko.

Tera te haeata e takiri ana mai (theDawnisbreaking).Thisyear’sannualreportfeaturesimagestakenjustafterdaybreakofTeTakapauaMaui–theseriesofninemajesticancestralsentinelssituatedjustbelowthesummitofHikurangi.ThepoustandasatributetotheculturalheritageofNgatiPorouandalegacyforfuturegenerations.

Nga Kaitiaki o Te Runanganui o Ngati Porou Te Runanganui o Ngati Porou Elected Representatives

1413

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654

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21

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2627

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23Hikurangi

Tolaga Bay

Wharekahika

Te Araroa

Potikirua

Te Toka a Taiau

Whangara

Gisborne

Ruatoria

Tokomaru Bay

Te Puia

Tikitiki

Ngutu Awa

WhangaokenoRohenga Representatives Marae Wharenui

1 Potikirua ki Whangaokena

Rei Kohere

Te Whanau a Tarahauiti, Te Whanau a Hunaara, Te Whanau a Hinerupe, Te Whanau a Rerewa.

Ani Pahuru-Huriwai

Te Whanau-a-Tuwhakairiora, Te Aotaki, Te Aopare, Hinerupe.

1. Potaka2. Hinemaurea3. Punaruku4. Paerauta (Tutua)5. Hinerupe6. Matahi o te Tau7. Awatere8. Te Kahika (Hurae)

Te Pae o nga PakangaTuwhakairioraTe Pikitanga o KauwhakatuakinaTamakoroHinerupeMatahi o te TauTe AotaihiHurae

2 Whangaokena ki Waiapu

Patrick Tangaere

Ngai Tane.

Matanuku Mahuika

Rakaimataura, Hinerupe (Ki Waiapu).

9. Putaanga10. Kaiwaka11. Rahui12. Taumata o Tapuhi13. Hinepare14. Ohinewaiapu15. Karuai

PutaangaTe KapengaRongomaianiwaniwaTe AokairauTairawhitiOhinewaiapuTe Rehu o Karuai

3 Pohautea ki Te Onepoto

Lilian Tangaere-Baldwin

Ngati Horowai, Te Aitanga a Mate, Ngai Tane, Te Whanau a Umuariki.

Heni Tawhiwhirangi

Whanau a Rahuiokehu, Mahaki, Karuai, Hinerupe.

16. Tikapa17. Te Horo18. Waiomatatini19. Kakariki20. Tinatoka

PokaiRakaitemaniaPorourangiRakaihoeaTinatoka

4 Te Onepoto ki Rahuimanuka

Mei Reedy-Taare

Te Aitanga a Mate, Te Whanau a Rakairoa.

Tui Warmenhoven

Ngati Rangi, Whanau a Umuariki, Ngati Uepohatu, Ngati Horowai, Whanau a Karuai, Te Whanau a Ruataupare, Te Whanau a Te Aotawarirangi, Te Whanau a Apanui.

21. Reporua22. Umuariki23. Ruataupare24. Mangahanea25. Uepohatu26. Rauru (Taumata o Mihi)27. Te Heapera (Mangarua)

Tu AuauUmuarikiRuataupareHinetaporaUepohatuRauru Nui a ToiTe Heapera

5 Rahuimanuka ki Mataahu

Selwyn Parata

Te Aitanga a Mate, Te Aowera, Te Whanau a Rakairoa, Ngati Horowai, Whanau a Ruataupare, Ngati Uepohatu.

Te Rau Kupenga

Te Aowera, Te Aitanga a Mate.

28. Kariaka29. Hiruharama30. Te Aowera31. Whareponga32. Rongohaere (Pahou)33. Rongoitekai (Penu)

Ngati PorouKapohanga a RangiTe Poho o Te AoweraTe Poho o MateroaRongohaereRongo i te kai

6 Mataahu ki Kokoronui

Koroumatai Kody Pewhairangi

Te Whanau a Ruataupare, Te Whanau a Iritekura, Ngati Ira, Te Whanau a Apanui.

Na Raihania

Te Whanau a Ruataupare, Te Whanau a Te Aotawarirangi

34. Te Ariuru35. Waiparapara36. Pakirikiri37. Tuatini38. Iritekura39. Taharora40. Te Kiekie

Te Poho o Te AotawarirangiTe Poho o Te TikangaTe Hono ki RarotongaHuiwhenuaIritekuraMihi-KoingaHau

7 Kokoronui ki Te Toka a Taiau

Maui Tangohau

Nga hapu o Hauiti.

Kelly Blackman

Te Whanau a Te Rangipureora, Ngati Kuranui, Ngati Ira.

41. Anaura42. Hinemaurea ki Mangatuna43. Okuri44. Puketawai45. Hauiti46. Te Poho o Rawheoro47. Whangara48. Te Poho o Rawiri

HinetamateaHinemaureaOkuriTe AmowhiuRuakapangaTe Whare Wananga o Te RawheoroWaho te Rangi me WhitireiaTe Poho o Rawiri

Te Runanganui o Ngati Porou Ripoata a Tau 2017 21 Te Runanganui o Ngati Porou Ripoata a Tau 2017

Te Runanganui o Ngati Porou Trustee Limited Te Runanganui o Ngati Porou Trustee Limited represents the collective interests of Ngati Porou iwi members, and is made up of 14 directors. The board exercises strategic governance over its subsidiaries – Toitu Ngati Porou, Ngati Porou Holding Company Ltd and Ngati Porou Hauora. The Chief Executive Officer is responsible for operational activities on behalf of Te Runanganui o Ngati Porou.

Ngati Porou Holding Company LimitedNgati Porou Holding Company Ltd is the economic and wealth generation arm of Te Runanganui o Ngati Porou. Its five board members were appointed by Te Runanganui o Ngati Porou. Ngati Porou Holding Company Ltd looks after Ngati Porou Seafoods Group and Pakihiroa Farms Limited. It also manages the investment and forestry assets on behalf of Te Runanganui o Ngati Porou.

Toitu Ngati Porou Charitable TrustToitu Ngati Porou is the cultural and wealth distribution arm of Te Runanganui o Ngati Porou. It has five board members who were appointed by the Te Runanganui o Ngati Porou board.

Ngati Porou Hauora Charitable TrustNgati Porou Hauora provides health services to Ngati Porou/East Coast communities. It has five board members who were appointed by the Te Runanganui o Ngati Porou board.

Ngati Porou Seafoods Group and Pakihiroa Farms LimitedNgati Porou Seafoods Group and Pakihiroa Farms Limited are commercial subsidiaries of Ngati Porou Holding Company Ltd. They are each governed by their own boards who are appointed by Ngati Porou Holding Company Ltd.

Te Runanganui o Ngati Porou Group Corporate ServicesTe Runanganui o Ngati Porou Group Corporate Services provides operational support to Te Runanganui o Ngati Porou and its subsidiaries.

Whanau Oranga and MataurangaWhanau Oranga and Matauranga deliver social service and education services to Ngati Porou/East Coast communities on behalf of Te Runanganui o Ngati Porou.

Ngati Porou Holding Company boardLeft to right: Tiwana Tibble, Kristen Kohere, Diana Puketapu, Matanuku Mahuika (Chairperson) and Whaimutu Dewes.

Ngati Porou Hauora boardLeft to right: Kylee Potae, Lois McCarthy Robinson, Teepa Wawatai (Chairperson) and Rose Kahaki (NPH CEO). Insert: Huti Puketapu-Watson, Dr Julia Carr.

Mana Whakahaere Organisational Structure

Ngati Porou

Te Runanganui o Ngati Porou Trustee Limited

Te Runanganui o Ngati Porou Group Corporate Services

Toitu Ngati Porou Charitable Trust

Ngati Porou Holding Company Ltd

Ngati Porou Hauora Charitable Trust

Pakihiroa Farms Ltd

Ngati Porou Seafoods Group

Left to right: Kelly Blackman, Heni Tawhiwhirangi, Maui Tangohau, Mei Reedy-Taare, Matanuku Mahuika, Kody Pewhairangi, Rei Kohere (Deputy Chair), Selwyn Parata (Chairman), Tui Warmenhoven, Patrick Tangaere, Ani Pahuru-Huriwai, Te Rau Kupenga, Lilian Tangaere-Baldwin and Na Raihania.

MataurangaWhanau Oranga

Toitu Ngati Porou boardLeft to right: Lilian Tangaere-Baldwin (Chairperson – appointed April 2017), Amos Forrester, Rei Kohere, Wiki Gilvray and Amohaere Houkamau.


Te Kaupapa RautakiStrategic Plan

A Tatau Kaupapa

OUR MISSION

Mahi ngatahi kia tu pakari ai a Ngati Porou.

OUR VISION

Te Whakapumau i te Mana Motuhake o Ngati Porou mo nga Uri Whakatipu.

Te Kaupapa Rautaki provides the strategic direction of Te Runanganui o Ngati Porou.

The Strategic Plan is structured around the concept of a Wharenui, with the foundation provided by Te Reo o Ngati Porou me ona tikanga. The Wharenui is held up by five Pou representing the key strategic goals of the organisation – Rangatira, Whanau, Matauranga, Kaitiaki and Whairawa.

TE REO O NGATI POROU ME ONA TIKANGARa

ngat

iraWh

anau

Mata

uran

gaWh

airaw

aKa

itiak

i

A TATAU POU / OUR GOALS

TeTakapauaMaui.

Biologicalassets

$7.1 million

Te Whakatoputanga o Nga PiutaGroup Financial Performance at a Glance

Group financial performance Group financial position

Group revenues of

$45.5 million(up from $31 million in 2016)

Surplus from commercial activities (excluding forestry) of

$6.4 million(up from $6.1 million in 2016)

Group earnings before interest and tax (EBIT) of


Group net profit of

$10 million(up from $0.4 million in 2016)

Group total assets of


Group equity of


Group equity to total assets (ownership %)

91.1%(up from 90.1% in 2016)

Summarised statement of financial performance

2017 NZ$’000

2016 NZ$’000

2015 NZ$’000

2014 NZ$’000

Revenue 45,480 30,970 42,391 29,455

Expenses (excl. interest)

34,054 29,561 29,132 24,523

EBIT 11,426 1,409 13,259 4,932

Interest 557 1,061 983 698

Net profit before tax 10,869 348 12,276 4,234

Tax 850 -93 -36 494

Net profit 10,019 441 12,312 3,741

Net profits derived from:

Commercial activities

15,301 6,443 18,346 8,629

Tribal, cultural, health

-4,432 -6,095 -6,070 -4,394

Tax 850 93 36 -494

Net profit 10,019 441 12,312 3,741 2014

10

20

30

40

50

2015 2016 2017

GROUP REVENUE, EXPENDITURE AND PROFITS 2014–2017 $million

Revenue Expenditure Profits

Summarised statement of financial position

Group distributions

BREAKDOWN OF NON-CURRENT ASSETS2017 NZ$’000

2016 NZ$’000

2015 NZ$’000

2014 NZ$’000

Current assets 14,693 14,256 27,631 61,658

Non-current assets 217,370 209,201 196,362 144,413

Total assets 232,063 223,457 223,993 206,071

Current liabilities 14,758 5,565 12,062 7,646

Non-current liabilities

5,993 16,599 11,079 9,885

Total liabilities 20,751 22,164 23,141 17,531

Net assets 211,312 201,293 200,852 188,540

Total equity 211,312 201,293 200,852 188,540

Group distributions of

$1.6 million (up from $1.0 million in 2016)

Grants distributed to marae

$1.1 million (up from $0.8 million in 2016)Other support to marae includes Marae Wi-fi and marae insurance

Support to Ngati Porou events

$9,000 (down from $63,000 in 2016)Includes dawn ceremony, Pa wars, Ngata Lectures, the AGM etc

Support to Radio Ngati Porou and East Coast Rugby

$86,000 (up from $76,000 in 2016)

Carboncredits

$3.3 million

Property,plant&equipment

$36.5 million

Financialassets

$134.5 million

Fisheries

$35.9 million

TERM DEBT, TOTAL ASSETS AND EQUITY 2014–2017 $million

Term Debt Total Assets Equity

2014

50

100

150

200

250

2015 2016 2017

RadioNgatiPorou

$41,000

NgatiPorouevents

$9,000

Maraewifi

$19,000Othergrants&investments

$397,000

Maraegrants

$1,060,000

NgatiPorouRugby

$45,000


Nga Korero a te Tiamana Chairman’s Report

He Mihi

Ngati Porou i te ao, Ngati Porou i te po

Ko Hikurangi te maunga

Ko Waiapu te awa

Ko nga uri o nga whanau, hapu o Ngati Porou mai i Potikirua ki te Toka a Taiau te waiutanga e.

Tena tatau e pupuri nei i te ha o to tatau mihi to tatau tangitangi atu kia tatau.

“Kei te aha” te rerenga korero e mohio whanuitia e te ao no Ngati Porou.

E nga mate o te tau kua taha atu nei haere, haere, haere.

Takahia te ara o te takitini, takahia te ara o te takimano

Takahia te ara kua papatau e te hunga kua haere i mua atu i a koutou.

“I mahara hoki au he kai pai te aroha, kaore e ia he kai kawa e

Kei hua mai koutou kahore ra he aroha, kei roto i ahau e kai ana e.”

Moe marie koutou atu ki te mana ki te ihi ki te tapu kei te po.

Kia ora koutou aku matua aku tipuna, aku tuakana aku taina, aku tuahine me wa tatau tamariki mokopuna.

Ka nui nga whakamatautau kia tatau o Ngati Porou, heoi ano, anei ra nga kaupapa kua kawea e to tatau Runanganui me kore e kitea he oranga mo Ngati Porou me ona hapu, a, e pupuri ai hoki i te mauri, i te ha, me te mana motuhake o Ngati Porou mo nga uri whakatipu.

Kua tautokongia te nuinga o nga hapu i te pire “Nga rohe moana o nga hapu o Ngati Porou”, a, kua tau ano tenei kaupapa ki mua i te kawanatanga.

Kua whakapau werawera a Toitu Ngati Porou ki te hapai i te rautaki reo a “kei te aha ma”, me te tuku piuta hei whakarauora to tatau reo i waenganui i a tatau tonu, ahakoa kei hea e noho ana me kore e warowaro e tatatangi te reo tuku iho a o tatau matua tipuna, ki o tatau kainga, ki o tatau hapori, ki nga huihuinga a Ngati Porou.

Kei te mau tonu te whakahaere o te Hauora ki roto i o tatau ringa ahakoa ona piki ona heke ona whakamatautau.

Kei te kaha tonu a Ngati Porou Holdco te whakatipu rawa kia taea e Ngati Porou te waha i ana kaupapa mona, a, mo nga uri kei roto te kopu o te wa.

THE YEAR IN REVIEWReflecting on the past year, we recognise both the challenges and opportunities that were presented and I am pleased to note that optimism still abounds. The foundations are in place and the work is being done by Te Runanganui o Ngati Porou (TRONPnui) to achieve real gains for Ngati Porou.

Our challenge is achieving a balanced score-card that results in the cultural and social wellbeing and prosperity of our whanau, the responsible utilisation of our natural resources and the sustained profitability and productivity of the TRONPnui Group. The achievement of our strategic vision and mission is reliant on the optimal performance of the parent and all our subsidiaries and a ‘big picture’ approach to Ngati Porou investment.

Te Runanganui o Ngati Porou needed good support from its subsidiaries to maintain its full operation this year. You will all know that, in 2012, TRONPnui transferred all of its cash and commercial assets to its newly formed subsidiary, Ngati Porou Holding Company (Holdco). In exchange, TRONPnui receives an annual payment to help meet its various costs of operating.

But in recent years TRONPnui took on some large one-off costs, like giving financial relief to Ngati Porou Hauora, and upfront investments, like buying Te Tini o Porou, that have put pressure on its finances and cash-flow.

TRONPnui subsidiaries have rolled their sleeves up to help. Toitu Ngati Porou operated on a reduced budget this year, and took other steps, to alleviate financial strain on TRONPnui. Ngati Porou Hauora achieved a budget surplus and needed no extra funds from TRONPnui. And Holdco paid a special dividend, as well as an advance dividend, in response to TRONPnui’s budget and cash-flow needs.

In the year ahead TRONPnui is implementing a programme to significantly reduce costs so that its operations can ‘break even’ financially within two years and be sustainable over the long-term. This is only fair to its subsidiaries and, most of all, to the beneficial members. I am confident that, at the entity level as well as the Group level, we will be reporting from a position of improved financial and operational strength as we go forward.

TE MANA WHAKAHAERE O NGA HAPU O NGATI POROUWe have a lot to be optimistic about.

This year TRONPnui finalised improvements to Ngati Porou’s foreshore and seabed Deed with the Crown. In January the various hapu collectives started the process of ratifying the changes to the Deed and proposed management arrangements, with most hapu affirming their support and keenness to get moving.

While the Deed has yet to be passed into law, Ngati Porou hapu can be confident that TRONPnui will advocate strongly to the new government to make that happen. Hapu will then have restored to them real decision-making rights to their takutai moana and fisheries resources, and dedicated funding to help them to carry out those roles.

In 2016/17 TRONPnui participated in the Gisborne District Council’s hearing and submission process on its regional freshwater plan. We were joined in this work by our leading environmental resource experts and hapu practitioners and, while GDC ultimately made very few concessions in its plan, I am confident in our ability to influence freshwater plans and decision-making where it matters most: at the local catchment level.

TRONPnui continued its work on the East Coast Erosion Control scheme with GDC and the Ministry for Primary Industries. After years of lobbying from TRONPnui the Government approved changes to the scheme that remove funding hurdles for many of our land blocks at home. There are three years remaining for all of the affected land blocks to come into the scheme. Recruitment into the scheme, and uptake of erosion control funding, will be a high priority over that period.

RANGATIRATANGAAs a member of the Iwi Chairs Forum (ICF), the Chair of the Iwi Leaders Group on Natural Resources (Pou Taiao) and a member of the Whanau Ora Partnership Group I have been able to contribute to the strategic direction, policy development and programme design

for freshwater, climate change, RMA reforms, Whanau Ora, Oranga Tamariki Act and a range of police and justice kaupapa. Participation in these national forums and engaging with senior ministers of the Crown, enables Ngati Porou to participate in priority setting, to influence policy and legislation, while advocating for and protecting our position as Ngati Porou. My job was made easier by the talented Ngati Porou team that worked tirelessly in the various technical support teams. I wish to particularly note the contributions of Tina Porou, Willie Te Aho and Whaimutu Dewes. On the local front our CE, Herewini Te Koha has also provided leadership as Co-Chair of Manaaki Tairawhiti, the Tairawhiti Place Based Initiative, a leading national example of the social investment approach, and in the development of the Tairawhiti Maori Economic Development Report and Action Plan.

MATAURANGAIn 2016/17 we started the implementation of the Te Reo Ake o Ngati Porou strategy. There is only one aspiration that this work is founded on: to have our distinctive reo once again flourishing in our homes, in our schools, on our marae, in our communities and in all facets of our lives.

Left: Hapu representatives attending a Takutai moana ratification hui at Hiruharama Marae.

Opposite page: Consultation hui for the TRONPnui Trust Deed review process were held around Aotearoa and in Australia. TRONPnui Director, Ani Pahuru-Huriwai (far right of photo) is pictured with Ngati Porou whanau attending a hui in Invercargill.


Te Reo ake o Ngati Porou is a taonga tuku iho mai i o tatau matua tipuna. It is our legacy and one that we have to take responsibility for. Others may help but, ultimately, ma Ngati Porou ano e whakaora tona reo. The revitalisation of our reo is a collective responsibility, Toitu Ngati Porou and the TRONPnui will play their roles but, more importantly, every Ngati Porou person needs to make their own commitment and every whanau needs to play their role. The future of Te Reo ake o Ngati Porou rests in all our hands. Ki te kore tatau e aro ki tenei ahuatanga ka memeha te puna, ka ngaro te waiu mo nga uri whakatipu.

The implementation of our reo strategy is led by Toitu Ngati Porou, our cultural development subsidiary. In addition to the original $500,000 investment committed by Holdco, TRONPnui secured $130,000 from Te Taura Whiri i te Reo Maori (Maori Language Commission) to support our strategy and its implementation.

To kick it off, ‘expressions of interest’ were sought from marae, hapu, rohenga tipuna and taurahere to nominate their reo revitalisation ‘champions’. The

champions will collectively, be able to access up to $100,000 over two years to support their coordination and promotional work at rohenga tipuna, hapu and taurahere levels.

With the funds received from the Maori Language Commission, TRONPnui worked with Radio Ngati Porou (RNP) to develop ‘digital’ reo resources from RNP’s recording archive as well as create new resources. This is part of RNP’s own work to set up an ‘online’ directory of language resources that will ultimately be available to all Ngati Porou members.

As the implementation of the Reo strategy continues there will be further opportunities and resources to support language revitalisation efforts on the ground. Kia kaha ra tatau!

NGA MARAEThrough Toitu Ngati Porou more than $1 million in marae development grants were paid out during the year, alongside free marae wi-fi and competitive marae insurance packages. In all, Toitu has paid out more than $3.8 million in marae grants since 2013. The grants will continue in 2017/18 and until each

eligible marae has uplifted its full grant allocation.

WHANAU ORANGANgati Porou Hauora and TRONPnui’s social service arm, Whanau Oranga, are the main providers of health care and social support services to whanau living between Potikirua and Kaiti.

In January, the Tikitiki and Rangitukia communities endured the loss of their local health clinic. This added further to the stresses on health service provision at home and underlined the need to rethink our current model of service.

Health and social services to whanau on the East Coast need to be accessible, effective and sustainable. This is by no means easy for a district that is rural and isolated, with a small population. So, in developing a new model of care, we may need to set aside what worked in the

past and embrace new approaches and new technologies. All parties will need courage, a willingness to innovate and compromise where that is appropriate, so that we achieve the quality and level of health and social support services that meet the needs of our whanau. This will be one of TRONPnui’s main priorities for discussion and negotiation with the new government.

While the year has held its fair share of challenges I am pleased with many aspects of our health and social service arms’ performance.

As I stated earlier Ngati Porou Hauora (NPH) achieved a financial surplus for the year. This was achieved as a result of staff reductions and other budget measures it undertook during the year, as well as support from philanthropic funders. If NPH can continue to stay in surplus it will create a more stable platform for it to focus on service quality and coverage for our local communities.

Whanau Oranga carried out 3,000 plus social service engagements with individuals and whanau, including 1,500 or so intensive engagements. It also led a series of engagements to put the spotlight on two growing scourges within our whanau and communities: the use of ‘P’, and the impact of family violence. These are difficult and confronting issues and I encourage us all to speak out and to stand up to keep our mokopuna and our families safe, secure and well.

As one of only three accredited social housing providers in Tairawhiti, Whanau Oranga also entered into partnerships with Housing New Zealand Corp and the Ministry of Social Development to manage four new social housing units in Gisborne and set up a temporary housing facility for our men on release from prison. Increasing the supply of decent and affordable housing to our whanau will be an ongoing and long-term focus for TRONPnui and its social services arm.

KAITIAKITANGATRONPnui is still working with the Department of Conservation on a new management strategy, Nga Whakahaere Takirua, for conservation areas within our rohe. DoC and TRONPnui representatives will have a draft strategy for hapu and community consultation in early 2018 and we can be optimistic that the new

strategy will be a significant improvement on how Ngati Porou has been included in conservation management to date.

TAIRAWHITI ECONOMIC LEADERSHIPTRONPnui is playing a key role in regional economic development. Alongside our work on the regional economic action plan, and the Maori economic development report, Holdco entered into a formal partnership with Air New Zealand to explore commercial and environmental resource opportunities between Ngati Porou and the national carrier.

All of this work better enables Ngati Porou businesses to progress opportunities for tourism, land development and high value produce. Moreover they signal TRONPnui’s focus on improving local transport infrastructure to help transform our economy for the long-term.

WHAIRAWATRONPnui Group’s financial performance for the year was strong and in line with the Group’s commercial returns over the last five years. Total assets rose from $223.4 million (m) to $232.1m, while net equity improved by $10m. Within those improvements the Group’s borrowings reduced from $17.5m to $16m.

This strong financial base enables the Group to look at the profitability and cost effectiveness of its various operations, while also assessing new investments and their potential benefits to Ngati Porou.

This year Holdco has added berry-fruit and tourism to its direct investments. Berry fruit is an opportunity that, like manuka honey and forestry, can be tested and then scaled up in partnership with Ngati Porou landowners. Similarly there is growing interest in local tourism, and scope for Holdco and Toitu Ngati Porou to work with our business owners and ‘creatives’ to really grow tourism earnings at home.

TRUST DEED REVIEWThis year we carried out the mandatory review of our trust deed, and I want to acknowledge the various Ngati Porou persons and roopu who gave us their feedback.

Some of the feedback was concerned

to ensure we maintain a steady course. Some proposed change, and even radical change, to our representation model while others urged TRONPnui to communicate and engage more with Ngati Porou at home and away.

I can assure Ngati Porou that the Board has taken all of that feedback into account in forming its proposals, not just on the trust deed, but on the wider themes that came through in the review. We are committed to putting those proposals into action and being a more effective organisation for Ngati Porou.

KORERO WHAKAKAPIThe Ngati Porou Outcomes Measurement Framework (NPOMF) progressed by Toitu Ngati Porou provides us with data and analysis that enables us to better understand the current demographic, cultural, economic and social state and status of Ngati Porou living at home and throughout the country. The NPOMF will enable the boards and management of the TRONPnui group to set targets and monitor performance while providing Ngati Porou beneficial members with reports to assess the TRONPnui group’s financial and non-financial performance.

Yes, we need to be financially prudent, in what we do, and accountable to Ngati Porou. Equally we need to show how our good financial performance flows through to, and enables, Ngati Porou cultural, economic, environmental and social advancement.

In this annual report we can point to broad progress and achievement consistent with those objectives in future reports we want to be in a position to provide detailed evidence-based performance metrics. We have more to do and further to go.

Heoi ano kei te mihi ki nga tangata katoa i whai wahi ki nga kaupapa a Ngati Porou, kaoreha ki aku tuakana tuahine kei runga i te poari me to tatau kaihautu a Herewini Te Koha.

Ma te mahi ngatahi ka tu pakari a Ngati Porou.

Kia tau nga manaakitanga a te Atua kia koutou Ngati Porou. Meri Kirihimete me te Hape Nuia.

Selwyn Tanetoa ParataTiamana Te Runanganui o Ngati Porou

Above: TRONPnui worked with Radio Ngati Porou to create digital resources to help implement the Te Reo Ake o Ngati Porou strategy. A Ngati Porou Moteatea series is an example of one of the online resources being produced.


Nga Korero a te Tiamana

Te Ripoata a te KaihautuChief Executive’s Report

It’s hard to be too critical of a year that saw TRONPnui Group grow its overall asset base to $232m, improve its net equity by $10m and reduce bank debt by $1.5m. Ngati Porou members can take confidence from that performance and, importantly, the Ngati Porou social and cultural development work that this enabled.

Alongside our advocacy, programmes and service delivery work we also undertook two major engagement exercises with Ngati Porou hapu and whanau: the ratification of the new foreshore and seabed deed of agreement; and TRONPnui’s consultation on its own trust deed.

This year TRONPnui’s own operation was maintained through an early dividend received from its commercial subsidiary, Holdco. Holdco made available a total of $7.4m to the Parent to attend to some extraordinary matters as well as its normal operation. The former included:• meeting the Parent’s cash and cash-

flow needs while proposed asset sales are finalised in the coming year

• starting the implementation of the Reo Ake o Ngati Porou strategy; and

• opting to defer a tax credit refund from IRD, as a matter of prudence.To get to a sustainable footing I have

agreed a programme with my board to reduce our core expenditure by at least $1m in the current year and, by 30 June 2019, be achieving cash flow and operating surpluses. At the time of writing this annual report TRONPnui is completing an organisational restructure and downsizing as part of its cost reduction measures.

Staffing cuts are not easy to propose, and harder still to implement, when the affected people have worked hard for our

organisation and for Ngati Porou. I want to acknowledge the TRONPnui staff for their understanding and commitment as I work through the staffing and cost reductions.

NGATI POROU CULTURAL DEVELOPMENT & INVESTMENTThis year we started implementing the revitalisation strategy for Te Reo Ake o Ngati Porou. This work is led by Toitu Ngati Porou, the cultural development subsidiary within the Group. Interested hapu collectives and Ngati Porou taurahere have identified and endorsed their ‘champions’ to coordinate their own language plans and activities.

A set of implementation funds is also in place now to support hapu and other Ngati Porou groups with their projects to learn, speak, celebrate and enhance their reo ake. We will be reporting the progress and results of these programmes in the coming months, and drawing on those results to seek out further support and funding.

Our marae are a vital part of whanau and hapu cultural infrastructure. This year $1.1m was paid in marae grants to support a mix of marae development activities that benefit us all. Toitu also oversaw the continued roll out of the marae insurance scheme, which is delivering better coverage and much more affordable premiums for the participating marae.

Over 40 marae are now connected to wi-fi, with TRONPnui meeting the connection costs and monthly wi-fi charges. For budget reasons this might change in the future but, until then, make the best possible use of that connectedness!

Over the last year Toitu expanded its work on the Ngati Porou Outcomes

Measurement Tool through a collaborative venture with other Horouta iwi. This is leading edge work but it will need to attract investment from government and the philanthropic sector to go to full implementation. Our key interests in getting this model up and running is to better measure and report on Ngati Porou advancement across a range of social, economic, cultural and environmental indicators.

ENVIRONMENTAL RESOURCE MANAGEMENTTRONPnui helped the Ngati Porou Foreshore and Seabed Committee to oversee and complete the changes to the 2008 Deed with the Crown. The foreshore and seabed work culminated in 47 hapu formally ratifying the new deed, including two hapu that stood apart from the original deed in 2008. Eight hapu are still to make their decision on the new deed while two hapu chose not to ratify.

While this was taking place TRONPnui also put a ‘marine customary title’ application to the High Court before the statutory deadline expired in April. The TRONPnui application is a back-stop for the ratifying hapu until the legislation for the new deed is passed and hapu customary title claims are dealt with under that Act. Getting the new legislation passed will be one of TRONPnui’s highest priorities in 2018.

Under the Waiapu Accord and Waiapu Koka Huhua long-term restoration programme, the East Coast Erosion Control project continued to recruit Ngati Porou erosion prone lands into the scheme. As a result of lobbying from TRONPnui and GDC the government made two big changes to the scheme. First, new applicants will no longer have

to wear the ‘upfront’ costs of planting and fencing before getting reimbursed. Instead they will receive an advance and then draw down the balance as they satisfy their grant conditions. This removes a financial hurdle for the land blocks who want to come into the scheme in the time remaining.

Second, the scheme has been expanded to allow for ’community projects’ to address erosion. TRONPnui will be encouraging proposals from Ngati Porou communities that could range from a native nursery to catchment-level erosion measures, through to potential carbon unit ventures between our landowners and major corporates. In 2018 we will also be exploring the opportunities arising from the new government’s policy to plant 100 million new trees over ten years.

At the local government level we gave considerable effort, alongside other Ngati Porou submitters, to the GDC’s proposed regional freshwater plan. In this we were supportive of other Tairawhiti iwi impacted on by the plan while also recognising that our catchment circumstances on the East Coast, and as Ngati Porou, are different to the other iwi. GDC has made very few compromises on its regional plan but, in 2018, we will build on the Waiapu Catchment joint management agreement, and support other strong platforms, like the Te Uawanui project, to advance hapu environmental, cultural and developmental interests in their freshwater resources.

Work continued on the development and drafting of Nga Whakahaere Takirua, the conservation strategy to be governed between Ngati Porou and DoC. TRONPnui’s conservation committee and the DoC team aim to complete a draft strategy in early 2018 for consultation with hapu and community stakeholders.

TRONPnui also broke new ground with DOC on the Crown’s beehive concessions policy. TRONPnui has been awarded the concession and, as is standard Crown policy, it will pay an annual commercial fee to DOC to make use of it. However, under a change to the policy, half of the annual fee will be tagged explicitly for local conservation projects agreed to by TRONPnui and local DoC, rather than

go solely to the Crown. Our committee’s intention is to apply those funds to help hapu build their resource management capacity.

STRONG REBOUND FROM ‘BREXIT’Last year Ngati Porou Holding Company’s and the Group’s overall profit was slashed by the impact of ‘Brexit’ on Holdco’s equities portfolio. But, during the course of 2016/17, markets rebounded and, added to that, Holdco drew new income from the sale of logs, Manuka honey and forest carbon credits.

In all, Holdco delivered a strong commercial performance. Its profit for the year was $15.3m, more than double the previous year’s, and included $1.4m from its seafood and farming businesses. Holdco also embarked on new investments, in berry fruit and tourism, and a relationship with Air New Zealand that all have real scope to grow commercial opportunities for Ngati Porou landowners and businesses. The DoC beehive concession will also help to increase Manuka honey supply and scale for the Group and Ngati Porou Miere.

In the past year TRONPnui and Holdco have played a leading role in Tairawhiti regional and Maori economic development plans. Local industries and economic agencies are looking increasingly to Ngati Porou as a valuable, long-term economic partner. In all of this, our focus is unabashedly on improving the economic conditions for Ngati Porou.

SERVICES TO OUR WHANAU AND COMMUNITIESTRONPnui and Ngati Porou Hauora (NPH) maintained the delivery of social services, primary health care and hospital-based services to Ngati Porou East Coast whanau and communities.

It is a huge challenge to ensure good and accessible health services to whanau on the East Coast. NPH’s enrolled population on the Coast has declined and, with it, NPH’s funding for its core primary care services. In January NPH’s services were further impacted when its clinic at Tikitiki burnt down. A decision has yet to be taken on the feasibility of rebuilding and resuming services at Tikitiki. A major priority for TRONPnui will be to put a full business

case to the new government on a new and sustainable model of health and social support services to our communities.

This year TRONPnui’s social services arm, Whanau Oranga, administered over 20 programmes, and delivered them in partnership with hapu social services, to more than 3,000 clients. The programmes include support for new born babies and their parents, attendance and social work services in schools, youth services, training initiatives and justice initiatives.

Whanau Oranga is also an accredited social housing provider and is increasing its tenancy management role to help address the emergency and long-term housing shortage within the district. TRONPnui resumed its housing committee to give direction and support to this work. We also have plans to make use of some of the accommodation units at Te Tini o Porou as emergency housing, and towards the end of 2016/17 we received significant assistance from Te Puni Kokiri to progress this.

TRONPnui has also led work to improve collaboration across the social sector and, especially, for whanau who contend with a mix of high support needs. Our intention here is to draw on regional and national decision makers to improve services and outcomes for our whanau and communities.

IN CLOSINGI want to acknowledge and thank Ngati Porou members for their interest in, and goodwill towards, the work of TRONPnui and its subsidiaries. Even the most ardent critic is, at the end of the day, concerned to see us do better. Thank you also to the TRONPnui Group boards and committees, my staff, our corporate and funding partners, and our key suppliers.

The TRONPnui trust deed review, and feedback given by participants, points the way for me, my management team and the boards we serve. We are committed to improving engagement and understanding with the iwi members and making real and important gains for Ngati Porou and Ngati Poroutanga.

Kia ora tatau.

Herewini Te KohaChief Executive Te Runanganui o Ngati Porou


Above, from top: Members of the Whanau Oranga team holding a meeting at Te Tini o Porou.Kaimahi from the Tairawhiti School Attendance Service team.

Whanau Oranga

“This drug is killing our whakapapa” is a message that came out loud and clear on a road-show. The road-show was the result of a collaboration between Whanau Oranga, Hapu Social Services representatives, Ministry of Social Development, Hauora Tairawhiti, Ngati Porou Hauora, NZ Police, Ruia (Gang transformation project), gang whanau, as well as current and ex-users.

“One in three” are on ‘P’ is something that no community wants to hear and yet this is a statistic for at least one of our communities and the reality is that this is probably reflective of most of our Ngati Porou communities. We have a big problem but all is not lost and the 266 individuals who attended one or more of the road-shows held in Kaiti, Tolaga Bay, Tokomaru Bay, Ruatoria, Rangitukia and Hicks Bay, are more aware and alert to the havoc that this ‘nganara’ is wreaking on our whakapapa and are prepared to take action within their respective communities.

NATIONAL TRIAL INCLUDES NEW ROLE FOR IWI COORDINATORSNational trial of the facilitation of Family Group conferences (FGC) begins with 2.5 x FTEs Iwi Coordinators recruited to become the first ever external appointed FGC Coordinators outside of Child Youth & Family.

INCREASED EMERGENCY HOUSINGIncreased emergency housing stock through the leasing of four x 3-bedroom homes and a 10-bedroom property in Gisborne.

Our priorities for the year ahead

Other highlights from the past yearMBIE-APPROVED COMMUNITY HOUSING PROVIDERMaintained annual accreditation through Ministry of Business, Innovation & Enterprise as an approved Community Housing Provider.

RESEARCH INTO A HOME FOR YOUNG OFFENDERSMinistry of Social Development funded the exploration of establishing a home for young offenders.

TE KAWAI HONOWe will roll-out the next phase of Te Kawai Hono (our caregiver’s framework) beginning with the recruitment of whanau caregivers supported by a whakapapa researcher so our mokopuna remain with whanau and not in non-kin care.

WHANAU CHAMPIONSWe will build more capacity within communities by recruiting, training and supporting more whanau champions who are best placed to be doing the initial engagement and pastoral care.

HELPING THOSE AFFECTED BY ‘P’We will continue to facilitate and/or support initiatives that target the effects of ‘P’ especially initiatives that will provide help to those who want to quit this drug.

EDUCATING YOUNG PEOPLE ABOUT ‘P’We will implement an educational programme showing the negative effects of ‘P’ specifically for our youth.

MOKOPUNAWe will continue to prioritise the wellbeing of mokopuna by ensuring that they are at the forefront of any decisions we make.

Joining the war on ‘p’

A different approach to tackling whanau violenceOver the past year we have been reviewing the support and activities that we provide to both victims and perpetrators of violence with a particular focus on the East Coast. Previously the emphasis was on prevention and education type support delivered through the Hapu Social Services (HSS) group which comprises volunteers from ten communities from Kaiti to Potaka, however, with specialist services diminishing and some whanau refusing to engage we knew that it was time to approach this differently.

Having people on the ground, who know their community well is a fundamental link between the whanau and the services available as they are able to get through the door when our staff can’t. Drawing on the skills already present within the HSS group we have already recruited 3 volunteers who agreed to test this approach and although still in its infancy we are already seeing the difference that it is making in terms of whanau accepting help.

Whanau Oranga Senior Manager, Anne Huriwai, presents some highlights over the past year from the Ruatoria and Gisborne-based social services team.


The Youth Services team of Whanau Oranga mentored groups of rangatahi throughout the year, including this roopu pictured using the facilities of the Paikea Gym.

Toitu Ngati Porou

TOITU NGATI POROU BOARDThe Toitu Ngati Porou Board’s first term expired 31 March 2017. This was extended by the TRONPnui Board to 31 March 2018 to align with the timeframe provided for the review of the TRONPnui Trust Deed and the Toitu Ngati Porou Trust Deed. This would enable potential amendments to both Deeds to occur concurrently, in accordance with clause 10.1 of the TRONPnui Trust Deed.

My appointment as Chairperson by the TRONPnui Board was effected at this time along with the Toitu Board appointing Amos Forrester as the Deputy Chair. It is with sincere appreciation and respect that I acknowledge the outgoing Chair, Amohaere Houkamau, for her sound leadership, unrelenting commitment to all things Ngati Porou, her fortitude, strategic ability and more importantly, her continued role and support as a Toitu Board member.

Nga mihi nui ki te hunga e panui nei i taku ripoata i tenei wa. Ko te hao o taku ngakau kia neke whakamua te iwi o Ngati Porou i roto i nga ahuatanga o te wa, tae atu hoki i nga tau e heke mai nei. Ko a tatau mahi i enei ra, hei tuapapa mo a tatau tamariki, mokopuna i nga tau kei mua i a ratau. No reira kia tau tonu nga manaakitanga.

MARAE GRANT FUNDING This is year 4 of a 5 year plan for Marae Grant Funding where Toitu received applications and paid out $1,020,000 in marae grants and $40,000 in capital grants. To date, a total distribution of $3,396,344 has been paid to Ngati Porou marae in Grants and $300,000 in Capital Grants.

TOITU NGATI POROU FINANCIAL POSITION Toitu’s 2016/2017 Budget was not fully realised as the Dividend forecast of $1,416,014.00 was not received from TRONPnui. This altered position saw the Board review its Business Plan to reflect the changes and to reconfirm its priorities. The Toitu Balance Sheet has net assets of $20,172,687 million of which $19,621,627 million are non-current assets comprising the intercompany loans from Toitu NP to TRONPnui. These non-current assets are the long-term debts or obligations that are not due within the fiscal year.

Interest

$732Grants

$116,481

Interest(Parent)

$1,389,458

Maraegrants

$1,060,000Projectfunding

$284,398

Employeecosts

$72,804 Operatingexpenses

$18,561Governancecosts

$124,667Travel&vehicles

$31,373Externalservices

$79,255

Total revenue 2017

$1,506,672

Total expenditure 2017

$1,671,058

NGATI POROU REO STRATEGY The Toitu Board approved a revised Reo Action Plan and Reo funding business case that triggered the first payment of $250,000 to Toitu to implement the Te Reo Ake o Ngati Porou series of five funding programmes. In June ‘Nga Pu Whakaha i te Reo (Reo Champions), was launched, and the successful applicants selected. In addition to this, the TRONPnui Chief Executive secured funding from Te Taurawhiri i te Reo Maori to co-fund the ‘on-line Ngati Porou reo archive’ initiative within the Ngati Porou Reo Action Plan, and negotiated with the Radio Ngati Porou Manager to fund the Radio to do the ‘on-line NP reo archive’, as an extension of the archival work that Toitu invested in the previous financial year.

NGATI POROU OUTCOMES MEASUREMENT FRAMEWORK (NPOMF)The NPOMF project was completed on 30 June 2017 as scheduled. We delivered a profile and comparative analysis with the extracted IDI (Integrated Data Infrastructure) data on Ngati Porou in Tairawhiti, including an automated analytical prototype for the development of profiles. This included Ngati Porou in Tairawhiti by area, compared with other Māori and Non-Maori living in Tairawhiti. We engaged Waiora Pacific, who had worked with Te Runanga o Te Whanau a Apanui, to develop a presentation layer for Census and Ngati Porou Iwi Registry data, this displays Ngāti Porou and Tairawhiti data geospatially and through a dashboard. We are able to view Ngati Porou Registry membership data by hapu and marae across New Zealand against the Ngati Porou population.

The next phase of the project will be dependent on our ability to secure $1.5m–$3.0m investment from Iwi, Government, Philanthropic and private sector investors. We are currently pursuing a joint venture approach with Te Runanga o Te Whanau a Apanui, Te Aitanga a Mahaki and Waiora Pacific with a Business Case built around the establishment of IHI, an Intelligence Hub, that will:• enable and support access to

government, private sector and iwi data• present data in meaningful ways • utilise a multi-disciplinary analytics

team, who will be able to analyse

the data from multiple perspectives, and provide richer, more meaningful understanding of our people, our place, and the opportunities and challenges they face.

FUTURE PLANNING An enduring, connected and vibrant Ngati Porou are outcomes Toitu aims to achieve through its investment. In looking forward, Toitu Ngati Porou will maintain a focus on implementing TRONPnui’s two key cultural policies and investment commitments: marae grants and the reo strategy. Toitu’s priorities also include Ngati Porou education and matauranga aims and aspirations; joint venture projects within the TRONPnui Group on internships, micro-enterprise, and on long-term outcomes measurement.

ACKNOWLEGEMENTS I also recognise the support and contributions of fellow Board Members Rei Kohere, Wiki Gilvray and Amos Forrester and express the board’s appreciation of the dedicated TRONPnui staff that have worked alongside us, particularly Leeanne Morice, Jacqui Ata, Hiria Shaw and Trudy Lewis. A final acknowledgement to our CEO, Herewini Te Koha, who helped us to navigate through a myriad of complexities so we could carry out our duties in the best interests of Ngati Porou.

Naku noa, Lilian Tangaere-BaldwinChairpersonToitu Ngati Porou

Above: The Toitu Te Reo Strategy publication featured images of some of the many Ngati Porou pakeke who have championed te reo o Ngati Porou.


FINANCEFor the first time since 2005 NPH has produced a profit after capital grants and donations.

THE SETTLEMENT ACCORDTRONPnui has led discussions with the Crown to develop a Business Case for Crown investment in the provision of Health and Social services and supporting infrastructure.

WORKFORCE Change is constant. We employ 150 people/105 FTE and are in the midst of a 3-phase change process. 16 positions were affected in the last phase through deployment to other positions, reduced hours and/or disestablishment and redundancy.

INFORMATION TECHNOLOGY We completed a major project migrating to a much-improved technology platform and, with funds from Eastern & Central Community Trust, Hauora Tairawhiti and the Ministry of Health, connection of NPH clinics and the hospital to the fibre backbone was completed

PRIMARY CARE CLINIC STAFFINGPuhi Kaiti now has a full complement of doctors after 4 years of targeted recruitment. However, GPs and nurses for the Coast are still sought to support services in Matakaoa, Tikitiki, and Ruatoria. Recently we farewelled Dr Margaret Charles and we thank her for her service to our rural clinics.

TIKITIKI CLINIC The tragic loss of the Tikitiki Clinic through fire in January has resulted in whanau utilizing services at Matakaoa and Ruatoria. We thank local business owner, Mr Hughie Hughes for providing transport to the Tikitiki/Rangitukia community to attend their appointments at these clinics.

TARGETSSome of our clinical results have shown great results, like our vaccination coverage for 2 year olds (95%). Our staff are working collectively with whanau to address other targeted areas such as heart checks, quit smoking, diabetes detection, breast and cervical screening.

HURINGA PAI Huringa Pai is a highly successful programme (#964MoveWhanauHeart) which has been operating for two years. Whanau are taking the lead in turning their health and fitness levels around, resulting in improved health status. Some Ngati Porou Hauora staff are also providing inspirational leadership to improve their health and add years and quality to their lives. Many have quit smoking, lost weight and improved health through exercise and a better diet.

RELATIONSHIP WITH UNIVERSITY OF OTAGOThe University of Otago has placed a Professional Practice Fellow at Ngati Porou Hauora focusing on: training opportunities for their university students within NPH; linking Ngati

Ngati Porou Hauora

Highlights from 2016/2017 year

Tena koutou Ngati Porou. Five years ago, when the current

Board was appointed, we inherited an organisation that was haemorrhaging with overwhelming deficits, escalating debt, and failing to meet the clinical performance targets set by the Minister of Health for all Primary Health Organisations (PHOs).

However, within 3 years we turned the organisation around from one of the poorest performing PHOs, to one of the top 5 in the country. In 4 years we have turned the financial performance

around from overwhelming annual deficits, to producing a surplus this year. No other PHO in the country has achieved this degree of turnaround. In fact, few organisations, let alone PHOs, have accomplished what we have. I am proud of the commitment of all Hauora personnel whose collective efforts over that prolonged period contributed to this remarkable achievement.

Now let’s talk about the future. I turn there because throughout this difficult journey we’ve never lost sight of why we are here. Our people die earlier than any

Porou students at Otago back to the Coast; establishing pathways into Health as a career for local East Coast secondary school students; professional development opportunities for NPH staff; and identifying research opportunities.

RESEARCHA long and fruitful research relationship with Professor Tony Merriman from the University of Otago studying the link between genes, kai and gout, diabetes and heart disease has been enhanced with exciting opportunities through work by Professor Peter Shepherd (Maurice Wilkens Centre/University of Auckland) in understanding the impact of genetic factors on disease and improving the use and range of medicines available.

INTERNATIONAL PARTICIPATIONNPH participated in an international project “No decision about me, without me” – featuring international experience on approaches to community power, participation and decision making. Led by Professor Don Matheson and funded by the Charities Aid Foundation of America, NPH will participate in the ‘Shaping Health Summit’ in Aberdeen, Scotland.

PHILANTHROPIC JOURNEYWe have successfully engaged philanthropic organisations to partner with us, share our vision and bridge the funding shortfall from the Crown.

Teepa Wawatai Chairperson Ngati Porou Hauora

other population group in the country and suffer more through co-morbidity en route to that early death. Let’s flip that completely up-side down. We want to transform our rohe into one of the world’s blue zones.

What’s a blue zone? There are only a handful of blue zones in the world. They are small areas where people live longer and live ‘happier’ than anywhere else on the planet. Te Pae Kahurangi, that’s our destination. I have confidence that Ngati Porou will, one day, unveil our own blue zone to the rest of the world.

Ngati Porou Hauora kaimahi supporting whanau within their communities.

Below: Ngati Porou Hauora representatives with research team members. (Top row L-R): Professor Tony Merriman, Judith Puketapu-Watson, Teepa Wawatai, Professor Stephen Robertson, Dr Phil Wilcox, Dr Cassidy Moeke, Dr Jennie Harre-Hindmarsh and Dr Lisa Morenga. (Bottom row L-R): Kylee Potae, Dr Julia Carr, Rose Kahaki and Professor Peter Shepherd.

Ngati Porou Hauora collaborated alongside local pakeke and creative professionals (Sonya and Hugh Mandeno from Point 3 agency) on ideas to attract philanthropic investors.



Tena koutou, otira tena tatau katoa.Tena tatau o tatau tini mate, ratau kua wheturangitia, kua katohia i te ringa kaha o aitua. Haere atu koutou, okioki. Okioki koutou ki te okiokitanga a o tatau matua tipuna. Waiho mai matau me o matau tangi.Ki a tatau te hunga ora, nga waihotanga iho o ratau ma, tena hoki tatau katoa.

The 2017 year was another busy year for the Ngati Porou Holding Company (NPHCL) as we continued to try to grow and develop the business of the company.

From a financial point of view NPHCL had a much stronger year:• Group earnings were $15.3m, up from

$6.5m in 2016.• Return on net assets of 7.4%.• Group revenue for the year of $31.0m,

up from of $16.7m.• Continued growth of the Group

Balance Sheet – Total Assets grew by approximately $7m, from $210.9m to $217.7m.

• Dividends to Te Runanganui o Ngati Porou of $7.4m, including special dividends of $0.9m and the early payment of the 2017/18 year dividend of $3.1m.

• Ngati Porou Seafoods profit after tax and interest of $0.9m.

• Pakihiroa Farm profit after tax and interest of $0.5m.This result was driven largely by

improved performance from the investment portfolio and the harvesting of the forestry on Hoia Station. However, as the summary indicates, there were positive earnings contributions from both Ngati Porou Seafoods and Pakihiroa Farms, despite challenges for both of those business (refer to their specific reports elsewhere in this annual report).

NPHCL has also continued to work on the growth and development of its operations. The highlights have been:• A further 580 hectares planted on land

returned by Ernslaw One from the Ruatoria and Tokomaru forests.

• $250,000 investment in the Miro Limited Partnership along with a number of other iwi and large Maori land trusts and incorporations.

• A commitment for an up to $1.8m investment in Amanti Tourism Ltd (Amanti) and related design company Pohewa Limited.

• Agreement from the Department of Conservation to beehive concessions over 19,000 hectares of the conservation estate.

• Completion of an initial feasibility study into a wharf development at Hicks Bay.

• Signing of a Letter of Intent with Air New Zealand.Work has also continued around the

development and implementation of 5-year plans for Ngati Porou Seafoods, Pakihiroa Farms, the forestry operations and miere.

NGA HUA (SUMMARY OF ASSETS)NPHCL has seen sound growth in its balance sheet since inception.

Because intercompany eliminations are not shown, the columns do not add to the group total.

2017 year in review2017 2016

NPHCL NPSG PFL GROUP NPHCL NPSG PFL GROUP

Current Assets 16.5 8.8 0.6 15.7 16.5 7.3 0.6 17.2

Equity Investment 175.3 0.3 0.1 134.5 122.0 – – 122.0

Non-current Assets 19.8 37.5 10.4 67.7 64.6 37.7 10.6 71.7

Total Assets 211.6 46.6 11.2 217.9 203.1 45.0 11.3 210.9

Current Liabilities 7.1 4.8 0.3 1.9 5.5 3.2 0.3 1.7

Term Liabilities – 0.5 4.6 5.1 – 1.1 5.1 6.2

Equity 204.6 41.3 6.3 210.9 197.7 40.7 5.9 203.0

Total Liabilities & Equity 211.6 46.6 11.2 217.9 203.1 45.0 11.3 210.9

215

220

210

205

200

195

190

185

20152014

TOTAL ASSETS ($ million)

2016 2017

Group earnings

$15.3m up from $6.5m in 2016

Return on net assets of

7.4%Group revenue

$31.0m up from of $16.7m.

Total assets

$217.7mup from $210.9m in 2016

Dividends to Te Runanganui o Ngati Porou of

$7.4mNgati Porou Seafoods profit

$0.9mPakihiroa Farm profit

$0.5mSale of carbon credits

$3.6m

A breakdown of assets by asset class is as follows (and comparisons to the 2016 year):

Farming

4% Property

2%

Cash&Equivalents

3%

Carbon

2%

Forestry

8%

Fisheries

17%

Farming

5% Property

2%

Cash&Equivalents

6%

Carbon

3%

Forestry

8%

Fisheries

17%

Equities

59%Equities

65%

2017 2016


NGA WHAIRAWA (FINANCIALS, EARNINGS), ME NGA APITI (SUBSIDARIES)A summary of earnings for the NPHCL along with its subsidiaries is set out in the table below.

The above table and graph shows that the NPHCL Group had revenue of $31.0m (includes extra ordinaries), EBIT $15.5m and earnings of $15.3m.

NPHCL’s financial performance was up by $8.5m to record an EBIT of $14.5m. This was due primarily to an increase in the value of equity investments.

Ngati Porou Seafoods Group financial performance was in line with its 2016 year result to record an EBIT of $1.0m.

Pakihiroa Farm financial performance was slightly down resulting in an EBIT of $0.6m compared to $0.7m for the previous year.

GROUP REVENUE AND EBIT ($ million)

EBIT Revenue

5

0

10

15

20

25

30

35

20152014 2016 2017

Because intercompany eliminations are not shown, the columns do not add to the group total.

2017 2016

NPHCL NPSG PFL GROUP NPHCL NPSG PFL GROUP

Revenue (excl extraords.) 22.6 5.0 3.0 31.0 3.4 5.2 2.8 11.7

Expenses 8.1 4.0 2.5 15.5 2.5 4.1 2.1 9.9

EBIT (before extraords) 14.5 1.0 0.6 15.5 1.0 1.1 0.7 1.8

Extraords 0.0 0.0 0.0 0.0 5.0 5.0

EBIT 14.5 1.0 0.6 15.5 6.0 1.1 0.7 6.9

Interest 0.2 0.0 0.1 0.2 0.1 0.3 0.4

Earnings 14.3 0.9 0.5 15.3 6.0 1.0 0.4 6.5

ROE 7.1% 2.2% 7.6% 7.4% 3.1% 2.5% 7.2% 3.2%

ROA 4.9% 2.0% 4.1% 7.1% 3.0% 2.3% 3.7% 3.1%

NGAHEREHERE (FORESTRY)As in previous years, the return of forest land from Ernslaw has required that NPHCL replant that land. The result of this is that NPHCL is becoming an increasingly large forest owner in the region.

NPHCL is carrying $16.0m of forestry assets (up from $15.8m in 2016), comprising $12.4m of forest land and $3.6m of trees.

During 2017, Ernslaw returned a total of 725 hectares of land from the Ruatoria and Tokomaru forests, which NPHCL planted at a total cost of $747k. This brought the total area of forest NPHCL has planted to 3,422 hectares.

NPHCL is continuing to look for possible joint venture partners to co-invest in the replant programme over the next 25 years. NPHCL is also continuing to explore opportunities to add value to its forestry investments and the East Coast forestry sector generally.

One of the opportunities explored by NPHCL was the possibility of a port development in Te Araroa or Hicks Bay. To this end an initial feasibility study was completed in 2017. This study has given NPHCL an idea of what a full port development would look like and

Forest Assets (ha)

YE 2017 Tokomaru Ruatoria Manutahi Hoia Total

Ernslaw at start of period

Handed back during period 433 293 – – 725

Ernslaw at end of period

–

NPHCL at start of period 2,695 1,478 225 200 4,598

Gained during period 433 293 – – 725

NPHCL at end of period 3,128 1,771 225 200 5,324

Total forest land 3,128 1,771 225 200 5,324

Planted at start of period 1,531 894 225 200 2,849

Harvested during period – – – 7 7

Planted during period 442 138 – – 580

Planted at end of period 1,973 1,032 225 193 3,422

what that might cost. A lot of further work will still need to be done before a port development could be realistically considered. Any development would also need to be discussed with the Ngati Porou communities in the Te Araroa and Hicks Bay regions. Those communities are understandably concerned about the possible impact of any development and from NPHCL’s point of view any port development would need their support.

NGA MAHI PAMU (FARM)Pakihiroa Farms has its own section in

the annual report, which provides a detailed overview of the 2017 year.

Pakihiroa Farms had a solid year despite a lower than usual lambing percentage of 127% and an extremely dry first half of the financial year through to the end of January. Earnings of $0.5m were an improvement on 2016 of $0.4m and the return on net assets of 4.1% were an improvement on 2016 of 3.7%. Pleasingly, however, the farms produced a strong cash flow result leading to a more than $500,000 reduction of debt.



25

30

20

15

10

5

0

15%

20%

10%

5%

0%

-5%

-10%

and a commitment to invest up to $1.8m in Amanti and the related design company Pohewa Limited.

The Miro Limited Partnership is currently a 100% Maori-owned venture involving a number of iwi and large Maori land trusts and incorporations, the majority of which are concentrated around the Bay of Plenty. The Miro Limited Partnership will invest in blueberry genetics and licencing, supply chain development, and some orchard establishment. NPHCL and other first stage investors will also have the right to obtain blueberry licences at no cost.

During the year $523,000 was invested in Amanti. Amanti is an early stage company that has been established to design, build and operate tourism experiences associated with prominent brands. It also provides tourism consultancy services. The investment in Amanti will be drawn down over time as the company achieves certain development milestones. Pohewa Limited is 100% owned by Amanti and will provide the expertise to deliver the design aspect of the tourism experiences. As a condition of NPHCL’s investment this company will operate out of Gisborne.

NGATI POROU

INCOME EARNING

Te Runanganui o Ngati PorouMaori Authority, Mandated Iwi Organisation,

Post-Settlement Governance Entity.

Ngati Porou Holding Co. Ltd. (Asset Holding Co.)

NP Fisheries Pakihiroa Farms

NP Seafoods

Real Fresh

NGA MAHI IKA (SEAFOODS GROUP)Like Pakihiroa Farms, the Seafoods Group has its own section in the annual report, which provides a detailed overview of the 2017 year.

This is the largest of the operating entities within the NPHCL group at approximately $46.4m in total assets. Not surprisingly it has also, historically, made the largest contribution to NPHCL’s result alongside investments. This was true again for the 2017 year. Earnings of $1.0m was in line with 2016 with return on assets being 2.1% compared to 2.3% in 2016. This was due in large part to a challenging year across most aspects of the fishing industry.

The Seafoods Group is continuing to work on opportunities to add value to its operations through the development of its smoked products brand, Ahia, and by continuing to look at ways to refine its processing operations.

MIERE (HONEY)NPHCL has continued to work with the Ngati Porou Miere Limited Partnership and its member land blocks to develop honey opportunities within Ngati Porou.

In addition to working with the

Ngati Porou Miere Limited Partnership, NPHCL has continued to keep an eye on developments within the wider manuka honey industry. It has been a tough year for the industry with a combination of an extremely poor season and the introduction of new regulatory standards and classifications. The regulatory changes in particular have seen a drop in demand and therefore pricing for lower UMF honey.

On the positive side of things NPHCL has, alongside the Runanganui, been in discussions with the Department of Conservation in an effort to secure beehive concessions over the conservation estate. The Department of Conservation agreed to these concessions in respect of an area over 19,000ha of the conservation estate. As at the date of this report, work was still being carried out to complete the site assessments necessary to enable hives to be put on this area for the upcoming season.

NGA MAHI HOU (NEW ACTIVITIES)During 2017 NPHCL made two new investments – a $250,000 investment for a 3.7% shareholding in Hautupua LP Ltd, trading as the Miro Limited Partnership,

INVESTMENT FAIR VALUE BY ASSET CLASS AND FUND MANAGERwith Annualised Return to 30 June 2017 against Benchmark

June 2017 June 2016 Annualised return to 30 June 2017 Benchmark

Devon Milford Blackrock Artisan Harding Loevner Blackrock Somerset Blackrock Standard

Life Van Eck Lazard AMP Capital

Major Banks

Trans-Tasman Equity Developed Market Equity Emerging Market Equity Diversifiers Equity

Growth Assets Inflation Sensitive Assets

Deflation Assets

Cash & Term deposits

One other significant step that occurred in 2017 was the signing of a Letter of Intent between Air New Zealand and NPHCL. Under this Letter of Intent Air New Zealand and NPHCL will work together on agreed projects, one of which is the development of a tourism experience in relation to Hikurangi. It is expected that this tourism experience will be developed in the lead-up to Christmas. This is an exciting relationship for NPHCL and it has the potential to add value in other ways as the relationship develops.

TE KAMUPENE (COMPANY STRUCTURE)The NPHCL was established in June 2012

to manage and oversee the commercial assets of Te Runanganui o Ngati Porou. The structure of the NPHCL has not changed from the structure reported in previous annual reports and is set out below. The equity interests that NPHCL has in Miere, Miro and Amanti form the basis of the NPHCL investment portfolio.

SIPOThe SIPO is the NPHCL “Statement of Investment Priorities and Objectives”, which was approved by the Runanganui and reported to the hui-a-tau in 2013.

The SIPO sets out the investment policies and objectives that govern NPHCL’s investment portfolio. The policy settings require that investments are well spread across a range of investment classes including cash, bonds, and equities, with an overall target allocation of 70/30 between growth and inflation sensitive assets. The target real rate of return over the long term is 2.50% per annum (after inflation). The inflation rate of 3% was assumed for the purposes of the financial modelling that was carried out at the time of the SIPO, although the actual rate of inflation since 2013 has been substantially lower than that.

To ensure geographical risk is minimised, there are various weightings used so that investments are not exposed to one particular location. Direct investments within our rohe are benchmarked against the New

Zealand Stock Exchange index returns and weighted against the Trans-Tasman portfolio of investments.

NGA MAHI HAUMI (DIRECT INVESTMENTS)As reported previously, NPHCL has also developed direct investment criteria to be used as a guide when assessing direct investment opportunities, as follows:1. The investment meets or exceeds the

rate of return thresholds established by the relevant SIPO investment category (Trans-Tasman Equities or, in some circumstances, Emerging Markets).

2. It is an investment in an industry or activity that is important to the East Coast region.

3. There will be benefits in addition to the projected financial returns to NPHCL (eg employment, further development of industries important to Ngati Porou).

4. NPHCL has the required expertise available to effectively manage the investment.The reason for these criteria is to

provide a framework against which direct investment can be considered. It also reflects the view of NPHCL that, while financial returns are important, there are other criteria that NPHCL should apply around the value that the investments will create for Ngati Porou.

Matanuku Mahuika ChairpersonNgati Porou Holding Company Ltd.



into manageable annual goals that specifically target key challenges to address.

ACCOUNTABILITYWith goals, key performance targets, and actions locked in management is already monitoring and discussing progress. The board is updated monthly which provides an opportunity to discuss progress or make any adjustments required. This model promotes transparency and accountability which is critical for our

success.

COMMUNICATIONInternally we continue to talk and update staff on progress and recognise performance. Externally we will outline our strategic plan to shareholders in regular communications through familiar

Nati channels. Enhancing our social licence is an important challenge for all of us in this regard which we are keen to address.

As advocates for healthy oceans we will be more active in protecting our resources and environment which requires your assistance also, so watch this space.

CONSISTENCY A critical measure in building confidence within our team and for the business is to deliver consistent results against targets set. Achieving targets set and improving profitability represents a sharper focus for the business that will require outstanding leadership with skilled and experienced people.

I look forward to this challenge and presenting our progress to you.

Kia ora,Mark NgataCEONgati Porou Seafoods Group

Ngati Porou Seafoods Group

EBIT surplus of

$1 millionEquity up 2% on previous year to

$41.3 millionDebt / Equity ratio reduced from

8% to 2%Fisheries and Food Safety

compliance targets achievedImplementing our

culture of excellenceand continuous improvement is taking shape

Koura earnings

$748,000down 20% on previous year

Inshore finfish earnings

$833,000up 10% on previous year

2017 year in review

Over the last 12 months we have spent time refining how areas of the business will operate. I believe the game plan that will best serve us in terms of growth and financial performance and create the opportunities for our people into the future is now locked in.

Our future game planHONOURING OUR LEGACY We will honour our legacy in continuing to manage and protect the assets and resources our tipuna fought so hard for. This includes enhancing our social licence within the sector and community using our beliefs and behaviours to guide us.

CONSUMER FOCUSED We will grow our future through developing a consumer focused branded products business that creates authentic seafood experiences delivered

to customers nationally and globally who demand high quality products and outstanding service with an amazing story poured over the top.

Currently we operate pieces of that strategy puzzle with a regional retail presence through ‘Real Fresh’ shop and mobile trucks and Ahia smoked fish branded products through national wholesale channels.

We will need to align and improve the performance of these with our consumer branded products strategy which has been finalised.

CLEAR GOALSThe strategic plan requires clear goals to deliver the improved performance and growth required. The goals for the year 2020 have been set to deliver;• an Asset Base of $45 million, • an EBIT of $3 million, and • a skilled workforce of 40+ fully

employed staff. These goals have been broken down

“Planning For The Future” is the theme of this year’s TRONPnui annual report. This aligns very well with our company statements, beliefs, and strategic direction.

It is my pleasure to report to you the past 12 months’ results and our game plan for the future.

FINANCIAL ACHIEVEMENTSWe continue to be dedicated to providing a dividend for our shareholders and I am happy to report that for the 12 months ended 30th June 2017, we recorded a $1 million surplus, before interest/tax. This is a similar position to the previous year’s result.

CHALLENGING ENVIRONMENT This has been achieved in a very challenging environment as our operating activities and indeed those of our partners come under increasing scrutiny to be run in a sustainable manner. This is placing tremendous pressure on harvesting and processing, in particular, which we are trying to address.

SOCIAL LICENCE Despite this I am proud to report that we are an active participant on your behalf within all fisheries forums and we are compliant in all aspects of our regulatory obligations.

Enhancing our social licence is one area that requires more attention and I believe will create added value for the business into the future.

OTHER AREAS CONTRIBUTING TO RESULTThere were a number of areas that contributed to our result that merit further comment. Our strategic partnerships and investments have worked well for us and I believe will continue to do so. Koura revenue suffered a 4th quarter negative market adjustment that was unforeseen and harvesting challenges within the Inshore finfish area also negatively impacted revenues.

Compliance issues within AHIA, our smoked fish channel, also took longer than anticipated to address which cost more than planned to rectify before being able to move forward with confidence.

These issues negatively impacted our EBIT performance against plan, however, I believe we have emerged better off for the experience, knowledge acquired, and improved awareness of the levers that could impact our performance into the future.

CHAIRMAN’S ACKNOWLEDGEMENTAs always, I would like to thank my fellow directors for their support during the year. I would also like to thank management and staff for their efforts during a year of challenges as we reset our focus towards the future with excitement and confidence.

In particular, I would like to take this time to acknolwedge the service on the board of Geoff Milner who is stepping down to pursue opportunities in the Health sector.

Geoff has served 10 years on the board commencing in 2007. He has contributed significantly through his financial expertise and chairmanship of the audit, risk, and finance committee through a period of growth, uncertainty and many challenges confronting the business.

His dedicated support for the business enables the ongoing success of Ngati Porou Seafoods and for that I thank him on behalf of us all and wish him well in his new endeavours.

Heoi ano, tena kotou katoa,Whaimutu DewesTiamanaNgati Porou Seafoods Group

Outgoing board member, Geoff Milner.

Above: Ahia Smoked fish products are sold alongside other major brands at leading supermarkets around the country.


Pakihiroa Farms Ltd

Hikurangi te toka ahuru Hikurangi te toka whakairo Tu tonu mai, tuohu ko nga uri e. Tena tatau te hunga whaipanga ki te Pakihiroa ki Makarika me Puanga, nga pamu kei raro i te maru o Pakihiroa Farms Ltd. Anei ra e rarangi iho nei nga whakamatautau o tenei mea te ahuwhenua ona piki ona heke, heoi ano kua pe nga ringa i roto i nga mahi me kore e puta he oranga mo Ngati Porou.

What a dopey gang Mo te huke all the time Ki a boomerang Ka karanga ki nga Fleeco Mauri mai he tar Kua motu a blue eyes.

Harry whooping cough Noel Raihania is just behind you Whakarukea te taera a Jim Tawhai Aue Rising fast Haere ki te whakanga

Hefty Maori boss Ki a puta stormy weather He tanga manawa mo te tinana from bending karangatia ra he taxi cab mo home sweet home

Johnny B B C he champion mo te strum i raro ka perehi mai ka kohete a Joe Gumboot kua buckle up nga mahara Oh poor me

FINANCIAL RESULTSDespite the challenges of the past, this year we managed to maintain our overall profitability at $459,976. The net profit from farming activities was $890,154. This was lower than the previous year’s result of $950,126. Company administration costs were up this year due to the inclusion of costs related to the Tairawhiti Agri-Hub. These costs were reimbursed to the company.

As well as the small improvement in this year’s surplus the company strengthened its balance sheet by reducing total debt by $562,915 to $4,851,520. This has lifted equity to $6,317,326 (57% of Total Assets)

are targeting requires further investment in terms of fencing and water and we will need to address environmental concerns such as establishing riparian strips and erosion control.

Consumer insight work has identified a consumer segment capable and willing to pay higher prices to those who produce outstanding products in a natural way with minimal chemical use and in an environment that is flourishing, who also address the needs of the animals and support the communities in which they operate.

OPERATIONSLast year, Luke Scragg resigned and along with his wife Jane and daughter Ashley moved to a larger farm. During his time Luke undertook the significant redevelopment of Pakihiroa. Improved lambing, reduced losses, heavier stock for sale, and the renewal of much of the station infrastructure occurred during his tenure.

The board is pleased to welcome Rob Andrew who along with wife Mary and their two boys now manages the on-farm team. Along with Rob we also welcomed Patrick Allan, Makarika block manager and General Manager, Dylan Young. Rounding off the team is Jay Neho the stockman at Pakihiroa and our contract fencer, Rob Tuari.

The past year has been difficult for farming. A dry spring followed by drought-like conditions during early summer resulted in feed levels collapsing.

To be able to feed our breeding stock we started to sell down at the lower prices on offer and adjusted our spending plans.

Rain in late February signalled the start of almost 4 months of very wet conditions. With this came a welcome lift in stock prices and feed levels recovered. Both sheep and cattle prices surged to record levels with cattle prices attracting a premium of 25–30% above the five-year rolling average.

FUTURE TALENTThis year we supported three young men in the early stages of their farming careers. Eparaima Kaihe, Cody Pahuru and Piriaka Huriwai have all chosen to pursue farming careers.

We are interested in talking to those who want to pursue a farming career whether it be at an on-farm level or through formal tertiary study. We also have access to various scholarships through our supplier relationships.

ENVIRONMENTAL CONCERNS Around us, the primary sector is being criticised for the impact of farming practices on the environment. The need to extract greater value and reduce our impact on the environment is becoming more urgent.

The impact of 150 years of farming activities is evident within Ngati Porou. Indiscriminate clearing of the land has created a significant erosion problem – the impact is scarred hills and wide braided river systems that continue to erode more

He waiata mo nga mahi kutikuti hipiNgaro shortest bread Peanut butter to ka reka happy sheepo George Chanting in his melting moments Unuhia ra he pounamu Gilbey’s Gin

Nin and Jack the Bell Skirting all the belly pieces Giddy giddy gib Gabby gabby gab at five to Kua mutu ra Patua te pere bang

Riwai glance around he tukati on the floor Hurry hurry Pat Parata kei die in hole hei get off your whero kutia te rua rau

Tenei Terewai he kumeroa te tau kua wehea no more ABC at Pauariki e so sorry Merry Xmas Ben Happy New year to you all.

Na Tuini Ngawai

STRATEGYDuring the year we have tried to define what success looks like for the Ngati Porou Agri-Business sector. This allows us to decide how Pakihiroa Farms Ltd (PFL) can best contribute to this. For us, success looks like “a thriving Ngati Porou economy”, with people having jobs, a farming sector doing well, new and innovative products, easily accessible services, and a landscape that is healing.

PFL’s Mission is: “From the edge of the world we deliver the finest sustainable farmed produce.”

If we can deliver this promise, then by 2020 we expect to create 11 new on farm jobs, increase our earnings and grow our balance sheet. The underpinning “pou” are:• to have access to good flat country to

complement our hill country, • to continue with on-farm innovations

such as the use of drought tolerant species including Lucerne as well as novel forages that enable higher levels of animal productivity and to mitigate the consequences of droughts.

• to ensure we have adequate resources to properly execute our growth plans including investing in our current and future farming people.

• to continue to deliver great results for the class of country we farm today.

• to leverage partnerships for the mutual benefit of our partners as well as ourselves. We want to be part of a community of “artisan” food producers taking our food products to consumers through new channels to market.Our immediate priority is to recruit

around 2500 hectares of land through a range of “mana sharing” options (lease, joint ventures, including partnerships). This land is for finishing prime lamb and prime beef to feed into our market channels.

For each 200 ha. of land recruited into the program we will require an additional two labour units for stock work as well as fencing and water maintenance. We will also require contracting capability as growing forage crops will be part of this program.

We recognise that much of the land we

land at each flooding event. This erosion feeds into our rivers and causes massive sedimentation along our coastline.

ECONOMIC CHALLENGES AND OPPORTUNITIESThe consequences of our volatile farm revenue streams have seen a reduction in the number of people who are directly employed on farm. This in turn sees fewer services and trades people who were once readily available in all our rural communities. These trends will continue unless we find an intervention that creates an environment that enables people to come home to real jobs and the lifestyle.

There are signs of emerging opportunities that offer new and innovative revenue opportunities including tourism, horticulture, honey and emerging crops such as hemp. We are also seeing new channels to market that will enable a closer connection between the farmer and the consumer.

S T Parata Chairman Pakihiroa Farms Ltd

H E Collier General ManagerPakihiroa Farms Ltd

Above (left): Looking down towards Pakihiroa Station Manager’s house. Above (right): Cattle farm stock grazing at Pakihiroa Station.


Te ngako o nga korero mo nga piutaFinancial highlights and commentary

TE RUNANGANUI O NGATI POROURIPOATA A TAU 2017

Whairawa

These summary financial statements are an extract of the full financial statements for the year ended June 30 2017. These summary financial statements are prepared in accordance with FRS43: Summary Financial Statements.

Wayne PanapaChief Financial Officer

MauiTikitikiaTaranga.

Statement of Comprehensive Income & Expense

The Statement of Comprehensive Income and Expense or Profit and Loss details the Group’s revenue (what the Group earned), expenditure (what the Group spent) and profits for the year.

Statement of Comprehensive Income and Expense 2017 NZ$’000

2016 NZ$’000

Change NZ$’000

Note

Revenue

Service delivery(Revenue from government and district health contracts)

12,428 12,355 73

Commercial trading revenue(Revenue from fisheries, farming and miere)

6,449 6,070 379

Forestry income(Revenue from forestry, includes carbon credit revaluation)

6,828 5,698 1,130 1

Rental income(Revenue from rentals, includes ex Crown Forest land)

829 908 (79)

Interest income(Interest revenue from funds on term deposit or on call)

125 268 (143)

Dividend income(Dividends from equities on share market and Aotearoa Fisheries)

2,122 3,468 (1,346) 2

Unrealised gains/(losses) on asset valuation(Differences between closing & opening values of assets incl. equities)

12,364 (1,973) 14,337 3

Share of income from Associate Entities(Revenue from fisheries iwi collective partnership entities)

2,372 2,575 203

Other income(Revenue from other revenue, eg admin fees and recharges)

1,963 1,601 362

TOTAL REVENUE 45,479 30,970 14,509

Expenses

Employee benefit expense(Staff costs ie. wages, salaries, kiwisaver etc)

13,394 14,541 (1,147) 4

Cost of sales from commercial operations(Direct costs and purchases for fisheries, farming, miere and forestry)

9,090 3,696 5,394 5

Depreciation expense(Non cash charge related to the wear and tear of asset over time)

701 586 115

Finance cost(Costs of borrowing including interest costs)

557 1,061 (504) 6

Rental expense(Rental costs incl property and equipment lease costs)

335 469 (134)

Other expenses(All other costs not required to be separately disclosed on the face financials are aggregated, and this is disclosed in detail in the notes section)

10,533 10,269 264

TOTAL EXPENSES 34,611 30,622 3,989

Net surplus/(deficit) for the period before taxation 10,869 348 10,521

Taxation(Current expense or benefit on profits or losses owed to the IRD)

850 (93) 943 7

Net surplus/(deficit) for the period after taxation 10,019 441 9,578

NOTES ON THE STATEMENT OF COMPREHENSIVE INCOME & EXPENSE

The Profit and Loss opposite shows that the Group’s profit (what the Group earned) for the 2017 year was $10 million. This compares to a Group profit in the 2016 year of $441 thousand. In summary, the change in profit from 2016 to 2017 is largely attributable to a big shift in revenues or earnings from equities (financial assets), attributable to various equity market movements. The key changes in revenue and expenditures itemised, notated opposite from 2016 to 2017, are explained as follows:

1. Forestry income has increasedCommercial forestry income has increased $1.1 million in 2017 largely due to the continued harvesting at the Hoia forest estate.

2. Dividends income has decreasedThe companies we have investments with retained profits in the 2017 financial year as opposed to the 2016 year when dividends were distributed.

3. Unrealised gains on asset valuations has increased Revenues from unrealised gains on asset valuations has increased from $(1.9) million in 2016 to $12.4 million in 2017, an increase of $14.3 million. A large part of this increase is associated with the returns experienced in the 2017 year from equity markets off the back of the Brexit effect in 2016.

4. Employee benefit expenses have decreased Staff costs for the Group has decreased $1.1 million compared to 2016 due to delays in recruitment of staff in key positions, reduced headcount, and reallocation to contract for services.

5. Cost of sales from Commercial has increased Cost of sales has increased $5.4 million in 2017 largely due to the continued harvesting at the Hoia forest estate.

6. Finance costs have decreased Reduced interest paid on ANZ borrowings by PFL, NPSG and Te Runanganui loans is the reason for the $500 thousand decrease compared to 2016.

7. Taxation costs have increased The taxation cost increase is a reflection of significant movements stated above.


Financial Highlights and Commentary

Analysis of commercial and tribal/cultural/health activities

The Profit and Loss for the Group has been additionally re-analysed below for the reader to understand the separation between the organisation’s commercial and tribal / cultural / health activities for the 2017 and 2016 financial years. This profit and loss below details that the profit from commercial activities for the year was $15.3 million (in 2016 this was $6.4 m) and the deficit from tribal / cultural / health activities was ($5.3m) (in 2016 this was ($6.0m). You will note the Group profit of $10 million in 2017, ties back to the prior profit and loss. Further detail in relation to items with large changes year on year is itemised at the bottom of this Profit and Loss.

Statement of Comprehensive Income and Expense Analysed by commercial and tribal / cultural / health

2017 NZ$’000

2016 NZ$’000

Change NZ$’000

Note

Com

mer

cial

Commercial revenue 14,010 7,274 6,736

Dividend and interest income 2,257 3,702 (1,445)

Share income from Associate Entities 2,372 2,573 (201)

Operating expenses (15,513) (9,860) (5,653)

Borrowing costs (189) (404) 215

Net surplus from commercial operations (before revaluations) 2,937 3,285 (348)

Unrealised gains from financial instruments 12,364 (1,973) 14,337

Unrealised gains from other assets – 5,131 (5,131)

Net surplus from commercial operations 15,301 6,443 8,858 1

Trib

al, c

ultu

ral,

heal

th Income relating to the Runanganui (Parent), NPH, Toitu NP and distributions 14,477 14,166 311

Operating expenses relating to the Parent, NPH, Toitu NP and distributions (16,969) (18,643) 1674

Borrowing costs relating to the Parent and Hauora (368) (657) 289

Tribal distributions (1,572) (961) (611)

Trading (deficit) from Runanganui, NPH, Toitu NP and distributions (4,432) (6,095) 1,663 2

Surplus for year before taxation 10,869 348 10,521

Taxation 850 (93) 943

Surplus after taxation 10,019 441 9,578 3

Intercompany transactions such as dividends are not shown in the above table.

NOTES ON THE ANALYSIS OF COMMERCIAL AND TRIBAL/CULTURAL/HEALTH ACTIVITIES

The key changes in revenue and expenditures itemised, noted opposite from 2016 to 2017, are explained as follows:

1. Net surplus from commercial operations increasedAs outlined in the table opposite, the net surplus from operating activities increased from $6.4 million in 2016 to $15.3 million in 2017. All commercial entities within the NPHCL Group contributed to this result.

2. Trading (deficit) from Runanganui, Hauora, Toitu and distributions decreasedAs outlined in the table opposite, the trading (deficit) from Runanganui, Hauora, Toitu and distributions in 2017 was ($4.3 million) compared to ($6.1 million) in 2016. The decrease is mainly attributed to less employee benefit expenses and lower financing costs offset by higher tribal distributions.

Tribal distributions as outlined in the graph below equates to $1.6 million in 2017 compared to $1.0 million in 2016. The tribal distributions relate to Ngati Porou kaupapa and include support to marae, pa wars, dawn ceremony, Radio Ngati Porou, East Coast Ngati Porou Rugby, Koha, Education, Matatini, and other grants.

Totaltribaldistributions2017

$1.6 million

Totaltribaldistributions2016

$1.0 million

$500,000

2016

2017

$1,000,000 $1,500,000

Othergrantsandinvestments

$96,000

Othergrantsandinvestments

$397,000

Tauraheregrants

$20,000

Maraewifi

$27,000

Maraewifi

$19,000

Maraegrants

$0.7 millionNgatiPorouevents

$62,000

NgatiPorouevents

$9,000

RadioNgatiPorou

$48,000

RadioNgatiPorou

$41,000

NgatiPorouRugby

$27,000

NgatiPorouRugby

$45,000

Maraegrants

$1.1 million



Statement of Financial Position

The Statement of Financial Position or Balance Sheet details the Group’s assets (what the Group owns), liabilities (what the Group owes) and equity (the owners’ share of the Group) at the end of the financial year. The balance sheet details the position at the end of 2017, a comparison to the position at the end of 2016, and the change. Where there has been a material change year on year, this is noted and expanded on further.

Statement of Financial Position 2017 NZ$’000

2016 NZ$’000

Change NZ$’000

Note

ASSETS

Current assets

Cash and cash equivalents(Cash in everyday and term deposit accounts)

8,509 9,205 (696) 1

Trade and other receivables (Monies owed to the Group from customers)

4,561 3,863 698

Inventories(Stock of fish and miere [honey])

353 435 (82)

Work in Progress(Capital projects in progress [2015 incl part of the Te Tini build and website])

394 8 386

Taxation receivable(Monies owed from the IRD)

876 745 131

TOTAL CURRENT ASSETS 14,693 14,256 437

Non-current assets

Investments(Funds with fund managers, share market and equity investments)

134,488 122,349 12,139 2

Carbon credits(Carbon units owned by the Group predominately from pre 1990 forests)

3,346 7,084 (3,738) 3

Biological assets(Forest (trees) and livestock)

7,146 7,540 (394)

Quota shares(Fishing quota, predominately allocated from TOKM issues)

19,011 19,011 –

AFL revenue shares(Investment in Aotearoa Fisheries Limited)

16,886 16,886 –

Property, plant and equipment(Land, buildings, plant and equipment owned by the Group)

36,493 36,140 353

Deferred taxation(Taxation timing differences, to be utilised as a tax credit in the future)

– 191 (191)

TOTAL NON-CURRENT ASSETS 217,370 209,201 8,169

TOTAL ASSETS 232,063 223,457 8,606

LIABILITIES

Current liabilities

Bank accounts(Bank overdrafts)

– 224 (224)

Trade and other payables(Monies owed from the Group to suppliers and contractors)

3,279 3,365 (86)

Borrowings(Monies owed to borrowers and due within 12 months)

9,604 716 8,888 1

Employee entitlements(Monies owed to employees, predominately leave)

1,239 1,260 (21)

Deferred taxation(Taxation timing differences, to be expensed as tax in the future)

636 – 636

TOTAL CURRENT LIABILITIES 14,758 5,565 9,193

Statement of Financial Position 2017 NZ$’000

2016 NZ$’000

Change NZ$’000

Note

Non-current liabilities

Borrowings 5,993 16,599 (10,606) 1

TOTAL NON-CURRENT LIABILITIES 5,993 16,599 (10,606)

TOTAL LIABILITIES 20,751 22,164 (1,413)

Net assets 211,312 201,293 10,019

Equity

Reserves 2,703 2,703 –

Retained earnings 208,609 198,590 10,019

TOTAL EQUITY 211,312 201,293 10,019

Cash / bank accounts 2017 NZ$’000

2016 NZ$’000

Current assets – bank accounts 8,509 9,205

Current liabilities – bank accounts - (224)

Total cash 8,509 8,981

Borrowings 2017 NZ$’000

2016 NZ$’000

Borrowings – non current 5,993 16,599

Borrowings – current 9,604 716

Total borrowings 15,997 17,315

Borrowings and overdrafts 2017 NZ$’000

2016 NZ$’000

Total borrowings (non current and current) 15,997 17,315

Plus: bank overdrafts - 224

Total borrowings and overdrafts 15,997 17,539

A good proportion of the change in cash and borrowings is associated with servicing of borrowings as set out in the table as well the reclassification borrowings between current and non-current.

The above balance sheet illustrates that:• total assets has increased from $223 million in 2016 to $232 million in 2017,• total liabilities has decreased from $22 million in 2016 to $21 million in 2017, and• total equity has increased from $201 million in 2016 to $211 million in 2017.

In summary, the Group’s equity has increased due to the performance of the Profit and Loss, supported by total assets increasing by $9 million and total liabilities decreasing by $1 million.

The Group’s equity / total asset is strong at 91.1% (this compares to 90.1% in 2016). The asset/equity ratio shows the relationship of the total assets of the firm to the portion owned by shareholders. This ratio is an indicator of the company’s leverage (debt) used to finance the organisation. There is no ideal asset/equity ratio value but it is valuable in comparing to similar organisations (and in our case, other Iwi organisations).

NOTES ON THE STATEMENT OF FINANCIAL POSITION

The key changes in balance sheet items, noted above from 2016 to 2017, is explained as follows:

1. Cash and borrowingsAs detailed in the financial statements, cash has decreased from $8.9 million in 2016 to $8.5 million in 2017 and borrowings have decreased from $17.3 million in 2016 to $16.0 million in 2017.

This is detailed below:

2. InvestmentsRefer to pages 21–26 being the Ngati Porou Holding Company Ltd commentary regarding the performance of investment portfolio which has resulted in an increase in the investment asset by $12.1 million.

3. Carbon CreditsThe decrease in carbon credits is due to the sale of carbon credits at an average price of $17.75/NZU.



Statement of Cash Flows

The Statement of Cash Flows details the Group’s cash, cash receipts (what cash came in) and cash payments (what cash went out). The Statement of Cash Flows is separated into operating activities (cash ins and outs from trading and doing its day to day business), investing activities (cash ins and outs relating to capital expenditure ie. buying / developing / selling assets and investments) and financing activities (cash ins and outs relating to borrowings).

Statement of Cash Flows 2017 NZ$’000

2016 NZ$’000

Change NZ$’000

Note

CASH FLOWS FROM OPERATING ACTIVITIES (Includes cash from trading revenue (customers and agencies) and cash paid to suppliers and employees)

Receipts from customers, agencies & associates 29,756 22,373 7,383

Dividends & interest received 2,122 3,152 (1,030)

Payments to suppliers (including interest and taxes) (17,255) (13,501) (3,754)

Payments to employees, directors & trustees (14,199) (15,227) 1,028

Cash flows from operating activities 424 (3,203) 3,627 1

CASH FLOWS FROM INVESTING ACTIVITIES (Includes cash from the sale of and purchase of property, plant & equipment and cash from cashing up and investing in new shares)

Sale of property, plant & equipment 154 21 133

Carbon Credits 3,570 – 3,570

Purchase of property, plant & equipment (1,208) (1,736) 528

Sale of listed investments – 2,600 (2,600)

Purchase of listed investments (166) (6,731) 6,565

Purchase of shares in associates (594) – (594)

Project expenditure (386) – (386)

Purchase of biological assets (548) (523) (25)

Cash flows from investing activities 822 (6,369) 7,191 2

CASH FLOWS FROM FINANCING ACTIVITIES (Include loan draw downs and repayments)

Loans & advances 1,300 10,994 (9,694)

Loan repayments (3,018) (5,210) 2,192

Cash flows from financing activities (1,718) 5,784 (7,502) 3

NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS (472) (3,788)

Cash and cash equivalents at beginning of the year 8,981 12,769

Cash and cash equivalents at end of the year 8,509 8,981

NOTES ON THE STATEMENT OF CASH FLOWS

The key changes in cash flows items, noted above from 2016 to 2017, are explained as follows:

1. Cash flows from operating activities.The Group had positive operating cashflows of $424 thousand as a result of positive performance in commercial activities and cost savings associated with employee costs.

2. Cash flows from investing activitiesThe Group had positive investing cashflows of $822 thousand largely due to sale of carbon credits.

3. Cash flows from financing activitiesThe Group had negative financing cashflows of $1.7 million due to the repayment of borrowings as outlined in the statement of financial position section.

Glossary

2017 as at 30 June 2017 or for the 12 months ending 30 June 2017.

2016 as at 30 June 2016 or for the 12 months ending 30 June 2016.

Annualised Return An average return showing what an investor would have received per annum.

Associate A company in which another company owns a significant interest (usually between 20% and 50%).

Brexit The outcome of the British referendum to decide whether Britain should leave or remain within the European Union.

EBIT Earnings before Interest and Tax.

Financial Instrument In general, this is cash or a contract to deliver or receive cash.

Impairment A reduction in the value of an asset.

SIPO Statement of Investment Policies and Objectives.

TOKM Te Ohu Kaimoana.

Unrealised Gain is a profit that exists on paper, resulting from an investment, it is a profitable position that is yet to be sold in return for cash.

YTD Year to Date.



NAME POSITION

Michael Huriwai Security, casual – Te Tini o Porou

Moana Glover Waitress, casual – Te Tini o Porou (end date 6/11/2016)

Moera Brown Restorative Justice / Youth Justice Co-ordinator

Monty Manuel Kaitakawaenga – Community Injury Prevention

Naleya Ahu Facilitator – Youth

Neville Lyttle Cleaner, casual – Ruatoria

Pearl Thatcher Kaiawhina – Tuhono Whanau

Peggy Maurirere-Walker Senior Kaiarahi – Horouta Whanaunga Collective

Phillipa Tako Cleaner – Ruatoria

Rapaea Parata Ngati Poroutanga Kaiawhina

Rea Proffit Finance Administrator

Reba Haraki Kaiawhina – Tuhono Whanau (end date 19/06/17)

Reihana Tipoki Whanau Advocate

Renee Semmens Community Project Worker – Wahine Activate

Renee Swan Payroll Officer

Rimini Moana Kaiawhina – Strengthening Families

Rina Elers Service Manager – Whanau Oranga

Riria Fox Supervisor – Whanau Oranga

Rita McClutchie-Peachey Community Project Worker – Wahine Activate

Robyn Smith Service Manager – Whanau Oranga

Rua Tipoki Service Manager – Youth Services (end date 24/02/2017)

Ruby Smith Human Resources Advisor

Rupena Brown General Hand

Sandra Chase Restorative Justice / Youth Justice Co-ordinator

Sarah Newham Chef, casual – Te Tini o Porou

Sharyne Tuari Kaiwhakarite – Restorative Justice / Attendance

Simon Biddle Marae Restoration

Simon Wharehinga Youth Justice Co-ordinator

Sonja Laga'aia Kaiawhina – Tuhono Whanau, Childrens Team

Tammy Tupene Receptionist / Accounts Support

Te Hei Kaiwai Marae Restoration

Terendak Keelan Kaiawhina – Tuhono Whanau, Childrens Team

Terina Lyttle Receptionist – Ruatoria

Thomas Irwin Facilitator – Iwi Justice Panel

Tina Swann Executive Assistant to the Chief Financial Officer (end date 12/03/2017)

Tira Johnson In-House Legal Consel (contract)

Tony Lee Management Accountant (end date 6/12/2016)

Trisha Hina Kaiawhina – Te Whae Atawhai / Social Workers in Schools

Trudy Lewis Communications Manager

Valda Holloway Community Project Worker – Wahine Activate (end date 12/08/2016)

Valencia Little Kaiawhina – Te Whae Atawhai / Social Workers in Schools

Wayne Panapa Chief Financial Officer (appointed 3/07/2017)

Whare Taukamo Kaiarahi – Whanau Oranga

Wiremu Paenga Puna Kainga – Kaimanaaki

NAME POSITION

Jacqui Ata Executive Assistant to the Chief Executive Officer

James McIntosh Gardener

Janine Ehu Kaiawhina – Tuhono Whanau

Jasmine Kaa Communications Advisor

Jason McKelvie Accounts Administrator

Jesse Haenga Marae Restoration

Jessica Brown Community Project Worker – Wahine Activate (end date 24/07/2016)

Jill Donald Supervisor – Tuhono Whanau (end date 22/02/2017)

Joan-Ella Ngata Supervisor – Whanau Oranga

Joe Ngarimu Supervisor – Marae Restoration

John Hockey General Manager – Business Development

Joseph Akuhata-Brown Counsellor (end date 4/09/2016) Te Toka Trade Training Manager

Josephine Tangaere Kaiarahi – Service Manager – Ruatoria

Josephine Wimutu Kaiwhakarite – Adminstrator

Juanita (Whiti) Timutimu Maori Responsive Advisor (Secondment)

Julliet Lardelli Kaiawhina – Tuhono Whanau

Karauna Waititi Print Operator Assistant, casual (end date 7/05/2017)

Karen Hollis Kaiawhina – Attendance

Karolyn Johnson Community Project Worker – Wahine Activate (end date 12/08/2016)

Katherine Tuhaka Kaiwhakarite – Tuhono Whanau Executive Assistant to the Chief Financial Officer

Kathy Keelan Kaiawhina – Tuhono Whanau (end date 29/07/2016)

Kayela Campbell Community Project Worker – Wahine Activate (end date 12/08/2016)

Kelly Wyllie Kaiawhina – Te Whae Atawhai / Social Workers in Schools (end date 24/02/2017)

Kerry McLatchie General Hand – Te Tini o Porou

Kim Torrez Kaiawhina – Attendance

Kodi Campbell Waitress, casual – Te Tini o Porou (end date 30/04/2017)

Kuini Williams Acting Operations Manager – Te Tini o Porou

Laurie Sadlier Kaiawhina – Attendance

Leeanne Morice Ngati Porou Marae Kaitakawaenga

Leighton Packer Co-ordinator – Wahine Activate (end date 29/10/2016)

Leone Roberts Kaiawhina – Community Injury Prevention

Mabel Dewes PAFT Educator (end date 30/09/16) Kaiawhina – Whanau Oranga (start date 13/2017)

Maraea Henare Kaitataki – Supervisor

Maraea Pomana Kaiawhina – Youth

Marama Apelu Kaiawhina – Youth

Marina Paul General Hand, casual – Te Tini o Porou

Mary-Anne Crawford Kaiawhina – Te Whae Atawhai

Mateawa Keelan Personal Assistant to Senior Manager – Whanau Oranga

Matekino Tuhura Kaiawhina – Nutrition

Matthew Pavarno Finance Manager

Melanie Glover Supervisor – Wahine Activate / Young Maori Mothers (end date 12/08/2016)

Merekaraka Te Whitu Youth Co-ordinator (end date 14/07/2016)

KaimahiTRONPnui staff for the year ending 30 June 2017

NAME POSITION

Adam Tapsell Data Analyst – Horouta Whanaunga Collective

Adrienne Ngata Puna Kainga – Kaiwhakahaere

Akaysia Williams Waitress, casual – Te Tini o Porou

Albertha McFarlane Personal Assistant to the Chair / TRONPnui Board Secretary

Alecia Lewis Accounts Payable

Alice Maukau-McPhee Kaiawhina – Whanau Support

Allan Jensen Chief Financial Officer (end date 25/11/2016)

Amoe Tarsau Co-ordinator – Youth Services

Amy Kururangi Co-ordinator – Youth Services

Anna Needam Financial Accountant

Anne Huriwai Senior Manager – Whanau Oranga Services

Awhi Wyllie Facilitator – Iwi Justice Panel

Bill Taiapa Liaison Probation Officer (Secondment)

Bonnie Parata Practice Manager

Brandon Smith General Hand, casual – Te Tini o Porou

Cheanne Johnson Administrator – Wahine Activate (end date 12/08/2016)

Colin Taare Kaiawhina – Attendance

Cory Campbell Waitress, casual – Te Tini o Porou (end date 30/04/2017)

Daniel Senelale Assistant Chef, casual (end date 7/05/2017)

Dean Plummer Payroll Assistant, casual (end date 23/10/2016)

Dean Williams General Hand, casual – Te Tini o Porou

Diana Ming Budget Advisor (end date 26/02/17) Kaiawhina – Restorative Justice

Elizabeth Cairns Kaiawhina – Counselling / Emergency Housing

Erana Stewart Budget Advisor Ruatoria / pre-employment programme

Ernest Packer Youth Mentor (end date 27/03/2017)

Esther Velloza Kaiwhakarite – Iwi Panels / Restorative Justice

Fiona Morice Kaiawhina – Social Workers in Schools

Fleur Paenga Contracts Manager

Gary Harding Youth Worker

George Brown Pou Hakinakina – Horouta Whanaunga Collective

George Kaiwai Carpenter, casual

Helaina Makiri Administrative Assistant

Herewini Te Koha Chief Executive Officer

Hine Manuel Marae and Housing Co-ordinator

Hinemihiata Lardelli Intern – Ngati Porou Holding Company

Hiria Shaw Administrator – Matauranga

Hugh Stuart Group IT Manager

Huinga Nepia Personal Assistant to Senior Manager – Whanau Oranga (end date 27/04/2017)

Jack Papuni Archives Assistant

Irawhaaki. Te Runanganui o Ngati Porou Ripoata a Tau 2017 42

www.ngatiporou.com

Te Runanganui o Ngati PorouPO Box 394, Kaiti, Gisborne

Tel: 06 867 9960 Call Free: 0800 676 768 (0800 NPOROU)

Email: [email protected]

KoAorangitemaunga.

te runanganui o ngati porou...puketapu-watson, dr julia carr. mana whakahaere organisational...

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